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REVIEW
THE
V O L . L V . N o . 7.
Published Every Saturday by Edward Lyman Bill at 373 Fourth Ave., New York, Aug. 17,1912
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OME TIME ago when attending a banquet of a national organization I was much interested in the
address of a gentleman who is at the head of a great business organization.
His remarks were full of business optimism.
He said that he did not believe in the dire predictions made by the calamity howlers regarding
business every Presidential year and so far as his company was concerned he said that it proposed to go
ahead and carry out the most aggressive ideas which could be developed and that its advertising cam-
paign, which involved an expenditure of $600,000 for the present year, would be carried on with unremit-
ting vigor.
Now, that is the kind of sentiment which makes for business advance and the little fellows can learn
much by a study of the operations of the big ones, particularly when the big ones have been successful
in building up colossal commercial organizations.
There are some people who think they know it all—they think they have nothing to learn—that their
business education is completed and that they can afford to sit down and enjoy a relaxation.
Absurd! Education means nothing more nor less than a preparation for the serious work of life.
It means to unfold—to broaden by the acquirement of knowledge—and business knowledge may be
acquired by a successful analysis of the methods which have made some of the greatest business houses
of America.
The chief business in life is to continually add to one's knowledge—to the mental warehouse in order
that the stock may be inexhaustible.
To neglect this thought, particularly for the men who enter for the business Marathon, means that they
will be overcome, fall quickly and be counted out.
They will find that the new, aggressive, systematic builder of business has trained himself for the race
so that he can show speed and endurance and can come in with the winners every time.
It is all well enough to speak of the Old Guard and how they won and to try and cherish some of the
theories and policies of business of the good old days.
They are all right for an after-dinner speech and all right in theory but not in practice in 1912.
Every scientific development—every plan—every move in the publicity and selling field must be
studied and must be understood in order to utilize the best which is within our reach.
We can learn much by a study of the big business men, for the lessons taught by their operations should
not be neglected. The problems of the day as they affect business must be rightly understood, else mer-
chants will fall short of accomplishment.
There is a latent power in every human being which if developed will make a larger and better man out
of him; but, if neglected, will cause him always to be hampered and hamstrung in the race for business.
Every individual must measure up to the duties of his place and must perform his every function not
as a mere machine, but as a vitalizing force in business life.
• Caution, of course, is necessary.
I do not mean that a man should plunge ahead and scatter all rules of prudence and conservatism to
the winds.
Oh, no! but he should not sit back and fool himself by believing that the world will wait for him to ac-
complish what he desires and will be kind and obliging.
No, the world is moving ahead; times and conditions are changing and men in order to be successful
must change with them else they will go to the business scrap heap—useless and out of date just the same as
some of our warships which were superb even ten years ago but to-day are simply relics of the past.
They are sold for old junk or they are towed out to sea and made tar-
gets for the guns of the newer vessels; and, business men when they become
useless will occupy the same position, for there is no hope—everything must
be progressive or fall way to the rear.
The world will not wait.
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